Matching Items (3)

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Role of organizational power and politics in the success of public service public private partnerships

Description

This dissertation studies the role of organizational politics and power and their role in the success of public service Public Private Partnerships (PPPs). By doing so, it addresses two areas

This dissertation studies the role of organizational politics and power and their role in the success of public service Public Private Partnerships (PPPs). By doing so, it addresses two areas of research in network governance and organizational theory. On one hand it explores the role of public private partnerships in the emerging network governance paradigm of public administration. On the other hand it studies the widely discussed but considerably under-researched role of organizational power in network governance. The literature review establishes public service PPPs as a sub type of governance networks, and provides an initial framework to study the nature and dynamics of power in these PPPs. The research is descriptive in nature and uses inductive reasoning in the tradition of Kathleen Eisenhardt. Case studies in rural areas of Punjab, Pakistan are conducted on two very similar PPPs. A replication logic is used to understand how power contributed to the success of one of those projects and lack of success in the other. Based on analysis of the findings, the dissertation concludes that public service PPPs succeed when the goals of the PPP are aligned with the goals of the most powerful collaborators. This is because regardless of its structure, a public service PPP pursues the goals targeted by the sum total of the power of its politically active collaborators. The dissertation also provides insight into the complexity of the concept of success in public service PPPs and the donor control on the operation and outcomes of public service PPPs.

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Created

Date Created
  • 2012

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Serving, not steering: the Korean experience of government distrust and public protest in the foreign policy making process of the U.S.-Korea beef agreement

Description

In 2008, South Korea suffered a great loss of public trust in government. Since May 2, 2008, street protests against U.S. beef imports and the April 2008 beef agreement continued

In 2008, South Korea suffered a great loss of public trust in government. Since May 2, 2008, street protests against U.S. beef imports and the April 2008 beef agreement continued for more than 100 days. These public protests started with peaceful candlelight vigils but some of them turned violent in the end of May. According to a white paper on the protests published by the Seoul Central District Prosecutors' Office, for 106 days from May 2 until Aug. 15, there were 2,398 separate rallies drawing 932,000 people. Among them, 1,476 protesters were indicted for participating in illegal and violent protests. 100 police officers suffered serious injuries and 401 light ones. 88 civilians were seriously injured. The South Korean National Assembly had to remain idle for more than 80 days due to numerous political debates and the approval rating of President Myung-Bak Lee plummeted from 40 percent range to near 20 percent during the protest period. This Dissertation started from a question of why people were so angry against their government. The whole process of the U.S.-South Korea Beef negotiation was reviewed, focusing on whether or not Korean government and its negotiators tried to make a domestic agreement with people. For the purpose, this dissertation developed an integrated framework by the combination of the two level-game theory with the advocacy coalition framework. The framework was also used to investigate the effect of external factors outside the Korean policy-making system of the beef negotiation. The framework reviewed win-set changes of both countries, especially focusing on the change of Korean win-set size. Then, the whole process of the beef negotiation in the dissertation framework was interpreted in the aspect of the New Public Service. This interpretation gave the dissertation the theoretical importance, showing the way in which the interpretation contributed to the decision-making theory. Findings in the dissertation revealed that there was a deep disagreement between what Korean government wanted and what Korean people actually desired. Finally, this dissertation considered how public administrators could increase communication with their people in the Korean policy-making system. Janet and Robert Denhardt's shared values approach to the public interest and the decision-making process would be one answer.

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Created

Date Created
  • 2012

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The role of collaborative leadership in Arizona's subsidized child care stakeholder network

Description

This research project provides a unique perspective of the role of the concept of collaborative leadership between the Arizona Subsidized Child Care Program and its key stakeholder network. The process

This research project provides a unique perspective of the role of the concept of collaborative leadership between the Arizona Subsidized Child Care Program and its key stakeholder network. The process involved was to frame the research and its findings using the Team Multifactor Leadership Questionnaire's (TMLQ's) Assessment Scales. The research project sought to explore whether collaborative leadership in the policy-making process between the Arizona Subsidized Child Care Program and its key stakeholders actually does exist and, if so, to what extent. The research questions for the dissertation are, as follows: (1) What leadership styles does the Arizona Subsidized Child Care Program, through its various managers, exhibit and are these styles truly collaborative?; and (2) Are the leadership relationships between the key child care stakeholder groups and the Arizona Subsidized Child Care Program actually collaborative? The study employed a mixed-method approach (both quantitative and qualitative research methods) by means of an online survey, interviews, and document analysis. ii Based on this study's findings, the program exhibits collaborative leadership concepts with its stakeholder network. In addition, a positive correlation between the use of collaborative leadership concepts and participant perceptions of satisfaction, extra effort, and effectiveness was documented.

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Agent

Created

Date Created
  • 2010